Strategic Planning Worksheet

Priority Strategic Goals Exercise

The University Librarian and AULs reflect on the strategic planning outcomes thus far and create strategic goals and objectives focusing on three areas of service, Teaching, Learning, and Research and Scholarship.

The group will be additionally informed by the ARL article, Scenarios for Contemplating Research Library Futures, by Duane E. Webster, reconceived in July, 2007 for use in the UCLA Senior Fellows Program.

Scenario Two-Faculty/Discipline Driven Elements:

• There is increasing specialization in the research arena, with institutions securing private and federal support to establish cooperative centers that address societal concerns on an interdisciplinary basis. The driving forces center around research and teaching practices in the major disciplines and interdisciplinary centers with the library staff following faculty practices most closely and, in effect, serving as silent partners.
• There is a great deal of diversity in the definition of the university’s information services with success of their services tied to the work of scholars in the discipline or the interdisciplinary centers. As a result, the science information services are measured on the basis of speed, responsiveness, and relevance. The humanistic and historical studies information support is evaluated in terms of breadth, richness, and variety.
• The driving goal is meeting the specialized needs of scholars via access to a variety of local, regional, and national services that are maintained on the ILS for the benefits of local users.

Scenario Three- Knowledge Drive/Technology Rich Elements:

• There are fundamental changes to forms of scientific and humanistic communication and the research library responds by becoming active partners in the knowledge creation process and as curators of vast data repositories. In this setting libraries are: exercising creativity and care in what we choose to collect; developing new relationships with research and teaching personnel that are visible, active, proactive; working across disciplines and with entire departments suggesting new streams of knowledge; creating new structures for understanding and linking knowledge in ways  that scholars can use, organize and integrate that knowledge; and managing and creating meta-data and new data “trees” for new knowledge discovery that leads to powerful linking.
• Librarians are full members of research teams, working at structuring, organizing and ordering data being generated on large research projects-expanding the conservation role into the generative/creative role.
• Libraries continue as the intellectual center of campus for student work that is occurring in new formats and new arrangements, and also for the broader goals of information supply which contributes to faculty productivity and faculty competitiveness in funding arenas.
• Undergraduate students will be provided comfortable and imaginatively designed study and community spaces but internet information services will increasingly be relied on for instructional support services.
• The library’s work includes development of knowledge bases, deployment of technology, and system design.

Matrix of Strategic Goals and Objectives

                        STRATEGY TYPES                                        TEACHING                                                    LEARNING                         RESEARCH AND SCHOLARSHIP

OPERATIONAL EXCELLENCE- focused on providing customers with quality services and products delivered with few inconveniences and minimal difficulty.

CUSTOMER INTIMACY – segmenting and targeting markets with tailored offerings to match the needs of that particular niche.

INNOVATIVE SERVICES –those services that may be able to encompass some of our more strategic vision and goals.